# 208 Quality Management for Healthcare Reform

Transcription

1 # 208 Quality Management for Healthcare Reform Page 1 of 30

2 Quality Management for Healthcare Reform Page 2 of 30

3 Prof. Dr. R. B. Crawford Director HRODC Postgraduate Training Institute PhD (University of London); MEd. M. (University of Bath); Adv. Dip. Ed. (University of Bristol); PGCIS (Thames Valley University); ITC (UWI); Member of the Standing Council of Organisational Symbolism (MSCOS); Member of the Asian Academy of Management (MAAM); Member of the International Society of Gesture Studies (MISGS); Member of the Academy of Management (MAOM); LESAN; Professor, HRODC Postgraduate Training Institute; Visiting Professor, Polytechnic University of the Philippines (PUP). Page 3 of 30

4 For Whom This Course is Designed This Course is Designed For: Quality Managers in the Health and Medical Sectors; Medical Staff Services Professionals; Medical Staff Officers; Healthcare Managers; Quality Management Professionals; Managed Care Professionals; Administrative Support Professionals in the Health and Medical Sector; Healthcare Workers; Business Consultants. Duration: 3 Months Intensive Full-Time; 6 Months Full-time; 20 Weeks Video-Enhanced On-Line Cost: 38, Per Delegate for UK Delivery 45, Per Delegate for Delivery outside the UK Please Note: V.A.T. (Government Tax) does not apply to Corporate Sponsored Individuals, taking Programmes or Courses in any location - within or outside the UK. It applies only to Individuals and Corporations based in the UK and to Non-UK Individual Residents taking courses in the UK. Page 4 of 30

5 Cost includes: Free Continuous snacks throughout the Event Days; Free Hot Lunch on Event Days; Free City Tour; Free Stationery; Free On-site Internet Access; Postgraduate - Diploma in Quality Management for Healthcare Reform; or Certificate of Attendance and Participation if unsuccessful on resit. HRODC Postgraduate Training Institute s Complimentary Products include: 1. HRODC Postgraduate Training Institute s Leather Conference Folder; 2. HRODC Postgraduate Training Institute s Leather Conference Ring Binder/ Writing Pad; 3. HRODC Postgraduate Training Institute s Key Ring/ Chain; 4. HRODC Postgraduate Training Institute s Leather Conference (Computer Phone) Bag Black or Brown; 5. HRODC Postgraduate Training Institute s 8GB USB Flash Memory Drive, with Course Material; 6. HRODC Postgraduate Training Institute s Metal Pen; 7. HRODC Postgraduate Training Institute s Polo Shirt. **Please see product images, as a separate file - Complimentary Products For Students and Delegates, from HRODC Postgraduate Training Institute.** Daily Schedule: 9:30 to 4:30 pm. Location: Central London and International Locations Schedule - Part 4: Diploma_MA_MBA_MSc_Short_Courses_HRM_Petroleum_Oil_Gas_Accounting_Bus iness_english_communication.htm Page 5 of 30

6 Click to book this course: _Johannesburg_Cairo_Jeddah_Abu_Dhabi_Kuwait_MBA_MSc_MA_Course.htm Quality Management for Healthcare Reform Leading to Postgraduate Diploma in Quality Management for Healthcare Reform Module Number Preexisting Course # M1 Module Title Page # Quality Assurance and Quality Control Incorporating ISO M2 Quality Management in Healthcare M3 Utilising ISO 9000 in Healthcare for Quality Systems, Performance Improvement, Clinical Integration and Accreditation 6 20 Credit Value Quad Quad Quad Module 1 (Quad Credit) Quality Assurance and Quality Control Incorporating ISO 9000 M1. Part 1: Quality Assurance and Quality Control Quality: A Definition; Clients Quality Consciousness; The Law and Development of Quality Assurance; Using Quality As A Tool To: Create a Positive Organisational I mage; Lower Operational Costs; Reduce or Avert Product or Service Liability Litigation. Modern Control Systems; Page 6 of 30

7 Management Information System; Computerised Information Systems; Information Speed; Information Retrieval; Management Accounting System; The Import- Conversion Export Process; The Import Process; The Conversion Process; The Export Process; Operational Control System; Service Operation; Process Scheduling; Loading; Sequencing; Detailed Scheduling; Inventory Control; Cost Control; Quality Control; Controlling Utilisation of Organisational Resources; Co-Ordaining As a Control Mechanism; Mutual Adjustment; Direct Supervision; Standardisation of Work Process; Standardisation of Input-Skills, Knowledge and Attitudes; Standardisation of Output; Organisational Structure as a Control Function; Communication Dissemination; Decision Making Involvement; The In Inventory; The Out Inventory; The JIT Inventory System; Page 7 of 30

8 The Kanban System; Establishing Quality Objectives; Stating Precise Objective; Setting Quality Objectives In Relation To Other Organisational Objectives; Relating Objectives to Specific Actions; Pinpointing Expected Results; Specifying When Goals Are Expected to be Achieved; Distinguishing between Strategic, tactical and operational Quality Objectives ; Establishing a Quality-Throughput Accounting Balance ; Continuous Improvement Programme; Just-In-Time (JIT) Compared With Material Requirements Planning (MRP); JIT Vs MRP: Component and Material Sourcing Strategy; The Quality Benefits of JIT vs. MRP; The Quality Issues Involved In JIT and MRP; Kaizen or Continuous Improvement; Modern Quality Systems; The British Standard Institution (BSI) as an International Quality Assessment Body; The Fundamental Principles of Total Quality Management (TQM); Implementing and Monitoring TQM; What is the International Organisation for Standardization (ISO); What 'International Standardization' Means; How ISO Standards Benefit Society; The Hallmarks of the ISO Brand; ISO and World Trade; ISO and Developing Countries; How to Recognize an ISO Standard; The Big, Wide World of ISO Standards; What Makes ISO 9000 and ISO So Special; What Makes Conformity Assessment So Important; ISO9000 as A Quality Framework; The ISO9000 Family; Page 8 of 30

9 ISO 1400: An Introduction; Planning, Establishing and Monitoring Quality Systems; The Perceptual Value of Quality Assurance; Establishing Quality Assurance from Quality Objectives; Quality Benchmarking; Guidelines for Achieving Quality: Philip B. Crosby, W. Edwards Deming, Joseph M. Juran, Shigeo Shingo, Armand V. Eeigenbaum Quality and Internal and External Environmental Analysis; Quality and Strategic Operational Review; Incremental Quality Improvement; Identifying Areas for Quality Improvement; Communication for Quality Improvement; Researches and Development for Quality Improvement. M1. Part 2: ISO 9000: An Overview Essential of ISO 9000: Understanding ISO 900 Family of Standards; ISO 9000 and the Need for: Confidence Capability ISO Quality Principles: Customer Focus; Leadership; People Involvement; Process Approach; Systems Approach to Management; Page 9 of 30

10 Continuous Improvement; Factual Approach to Decision-Making; Mutually Beneficial Supplier Relationships. Using the Principles; The ISO 9001 Requirements: Basis of the Requirements; Purpose of the Requirements. The Basic Management Requirements; The Basic Assurance Requirements; ISO 9001 and the EU Directives; Managing Quality Achievement: Freedom for Defects or Deficiencies; Quality and Conformity to Requirements or Specification; Fitness for Use; Fitness for Purpose; Sustained Satisfaction; Satisfactory and Unsatisfactory Quality; Attainment Levels of Quality; Product and Services: Classified; Quality and Price; Quality and Cost; Quality and Design; Quality, Reliability and Safety; Quality Characteristics; Dimensions of Quality. Framework of the Standards: Generic International Quality Management and Quality Standard Assurance; The ISO 9000 Series; Definition of Terms: Customer; Page 10 of 30

11 Product; System; Procedure. Going for ISO 9000? Business Process Management (BMP). M1. Part 3: Quality Achievement, Sustenance and Improvement: Adopting the Best Approach A Flawed Approach: Approach to Quality Assurance; Requirement for Doing Business; Seeking Certification; The Acceptance Criteria. Approach to System Development: Designed for Auditors; Theory of Variation; The Organisation as a System; Separate from Business; Professional Services; The Exclusive and Inclusive System. Approach to Documentation: The Document What You Do Approach; Documentation; Management-led or Customer-led Approach. Approach to Measurement: Measure of Effectiveness; Measuring Conformity with Procedures. Approach to External Auditors: Tick in the Box Approach; Competence of Auditor; Page 11 of 30

12 Auditing; Validity of Audit Conclusions. Approach to Responsibility for Quality: A Department with Responsibility for Quality; Organisational Freedom; Independent Inspection; The Management Representative; Quality Management Specialists. A Systems Approach: System vis-à-vis Quality; System Approach vs. Process Approach. Management Systems: Definition; Multiple Systems; Single System; Systems Integration; Documentation; Risk Management Systems; Management; Systems. System Characteristics: System Boundaries; Vulnerability; Connections and Interconnections; Interdependencies; Utility; Interactions; Value Chains; Supply Chains; Delays; Page 12 of 30

13 Reserves; Overproduction. Systems Model. A Process Approach: Processes vis-à-vis Quality; Function Approach vs. Process Approach; The Nature of Processes: Process: Definition; Processes vs. Procedures; Types of Processes; The Business Processes; Process Models; Business process Re-engineering; Process in the Excellence Model. Principles of Process Management; Process Characteristics; Process Effectiveness. A Behavioural Approach: Behaviour vis-à-vis Quality; Behavioural Approach vs. Other Approaches; Customer-Supplier Relationships; Employer-employee Relationships: Engaging; Leading; ENRON S Values; Managing; Learning; Measuring; Motivating; Communicating. Page 13 of 30

14 M1. Part 4: Requirements for Quality Management System Development Developing a Quality Management System: Management System Development; Determination of Processes; Process Sequence and Interaction; Criteria and Methods for Effective Operation and Control; Information Availability; Resources Availability; Process Monitoring, Measuring and Analysing; Processes Management; Implementing a Quality Management System; Maintaining a Quality Management System; Continuous Improvement in the Quality Management System and its Processes; Outsourcing. Documenting a Quality Management System: Things to be Documented; The Quality Manual; Scope of the Quality Management System; Referencing Procedures in the Quality Manual; Interaction Between Processes; Documented Procedures and Records; Documents Towards Effective Planning, Operation and Control of Processes. Document Control: Control of Documents (Other Than Records): Controlling Documents Required for the Management System; Document Control Procedures; Approval of Document; Page 14 of 30

15 Document Revision; Identifying Changes; Identifying the Current Revision of Documents; Re-approving Documents after Change; Ensuring the Availability of Controlled Documents; Ensuring Documents are legible and Readily Identifiable; Control of External Documents; Preventing Unintended Use of Obsolete Documents. Control of Records: Controlling Records; Establishing a Records Procedure; Disposition of Records; Accessibility of Records. M1. Part 5: Requirements on Management Responsibility Management Commitment: Commitment to the QMS Customer: Customer Requirements; Communicating the Importance of Requirements; Meeting Requirements. Quality Policy: Developing Quality Policy; Ensuring Policy is Appropriate; Expressing a Commitment; Providing a framework for Quality Objectives; Ensuring Policy is Communicated and Understood; Ensuring that the Policy is Reviewed. Quality Objectives and Planning: Quality Objectives: Page 15 of 30

16 Establishing Objectives; Measuring Quality Objectives; Quality Management System Planning: Planning to Meet Quality Objectives; Planning for Change. Responsibility, Authority and Communication: Responsibility and Authority: Definition; Principles; Communication. Management Representative; Internal Communication. Management Review: Conducting Management Reviews; Objectives of the Review; Planning the Review; Scope of Review; Records of Management Reviews; Review Inputs; Review Outputs. Module 2 (Quad Credit) Quality Management in Health Care M2. Part 1: The Underlying Principles for Quality Management in Healthcare Changing Healthcare Environment; Development of Quality Improvement in Healthcare; Integrated Healthcare Delivery Systems; Balance between Quality and Access; Page 16 of 30

17 Industrial vs. Healthcare Quality; Problems, Challenges and Quality Issues in Healthcare. M2. Part 2: Group Practices in Healthcare Quality Improvement The Concept of Teamwork; The Functions of Teams in Organisations; Group Processes Techniques; Team Building Approaches; Teamwork towards Higher Quality. M2. Part 3: Process Orientation in Healthcare Process Analysis Tools; Failure Mode and Effects Analysis; Root Cause Analysis; Continuous Quality Improvement; Relationship of Quality Assurance Approaches; Data Requirements in Quality. M2. Part 4: Statistical Process Control Data Analysis Models; Process Problems and Statistical Process Control (SPC); Statistical Basis of Statistical Process Control (SPC). M2. Part 5: Statistical Process Control Approaches Overview of Data Types; Charts for Categorical Attributes; Analysis of Variables Data; Page 17 of 30

18 Run Testing In Control Charts; The Power of Control Charts. M2. Part 6: Advanced Statistical Applications in Continuous Quality Improvement Utilising the Control Chart Selection Diagram. Discrete Distributions; Statistical Inference; ANOVA; Regression Analysis; Analysis of Means; Design of Experiments; Sources of Data for Quality Improvement. M2. Part 7: Clinical Processes Development of Clinical Practice Guidelines in Healthcare; Use of Clinical Practice Guidelines in Healthcare; Developing Clinical Practice Guidelines. M2. Part 8: Strategic Quality Improvement Implementation Deming s 14 Principles Applied to Healthcare; Approaches to Implementation; Phases of Organisational Change; Institutionalisation of Change; Balanced Scorecard Approach to Quality Improvement; Quality Improvement Implementation in Complex Organisations. Page 18 of 30

19 M2. Part 9: Care Management Care Management: A Contemporary Approach; Care Management: A Theoretical Framework; Key Elements of Care Management Programme; Evolution of Care Management Programme; Financial Analysis of Care Management Programme; Provider Involvement in Care Management; Partnerships within the Industry; Future of Care Management. M2. Part 10: Legal and Regulatory Issues in Quality Improvement Federal Legislation and Regulation; The NCQA; Utilisation Review Accreditation Commission; Joint Commission on Accreditation of Healthcare Organisations; Foundations for Accountability; Malcolm Baldrige National Quality Award; International Organisation for Standardisation 9000; Quality Improvement and Risk Reduction; Regulatory Agencies and the Growth of Quality Improvement in Healthcare. M2. Part 11: Continuous Quality Improvement in Healthcare Improved Information Management; Healthcare System Integration; Consumerism; Education; Federal and State Government Programmes Emphasis on Quality; Quality Philosophy; Page 19 of 30

20 Quality Improvement. Module 3 (Quad Credit) Utilising ISO 9000 in Healthcare for Quality Systems, Performance Improvement, Clinical Integration and Accreditation M3. Part 1: Understanding the Quality Management Systems in Health Care The Process Approach; Building the System; Managing the Key Processes; Improving the Key Processes; The Quality Management System; The Value of Quality Management System; Other Features of Quality Management System. M3. Part 2: The Quality Manager Key Roles of the Quality Manager; Attributes of the Quality Manager; Attitudes and Abilities for Quality Management; Key Skills for Quality Management. M3. Part 3: Customer-Driven Management Specifications for Management Model; Customer Driven Management: A Continuous Improvement Process: Start-Up Steps; Cyclical Steps. Page 20 of 30

21 M3. Part 4: ISO Family of Standards Principles for Healthcare; Individual Standards; Customer Focus. M3. Part 5: Establishing a Quality Management System: Aspects Employing a Registrar; Management/Leadership Commitment; Creating a Quality Policy, Manual and Objectives; Identifying and Mapping Key Processes; Developing a Controlled Document System; Writing Procedures; Auditing; Staff and Physician Involvement and Education. M3. Part 6: ISO and the Healthcare Organisational Culture Assessment of the Culture of the Organisation; Culture and Strategy. M3. Part 7: Integrating Quality Tools and Techniques into an ISO Quality Management System ISO and Other Systems; Incorporating Tools for Quality Improvement: Process Mapping; Flow Chart; Fishbone (Cause-and-Effect) Diagram; Page 21 of 30

22 Brainstorming and Affinity Diagram; Pareto Chart; Histogram; Bar Chart; Scattered Diagram Statistical Control Chart. The Malcolm Baldridge National Quality Award; Methods for Quality Improvement: Plan, Do, Study, Act (PDSA) Methodology; Lean; Six Sigma. M3. Part 8: Continuous Quality Improvement in Healthcare Advantages of Continuous Quality Improvement in Healthcare: Intrinsic Motivation; Capturing the Intellectual Capital of Workforce; Reducing Managerial Overhead; Increasing Capacity; Lateral Linkages. Quality Improvement Strategies: Academic Detailing; Opinion Leaders; Audit and Feedback; Reminder Systems; Patient Education; Case Management; Reengineering; Incentives. Challenges to Successful Quality Management: Technology; Page 22 of 30

23 Structure; Psychological Climate; Leadership; Culture; Legal Issues. Identifying Customer Expectations and Professional Standards. M3. Part 9: Quality Measurement Types of Quality Measures: Structural Measure; Process Measures; Outcome Measures. Constructing a Measurement: Baseline Measurement; Trending Measurement; Benchmarking. Desirable Characteristics of Quality Measurement: Relevance; Evidence-based; Reliability or Reproducibility; Validity; Feasibility. Quality Measures Interpretation: Criterion-Based Measures; Opportunity Model. Programme Evaluation: Formative Evaluations; Summative Evaluations. Page 23 of 30

24 M3. Part 10: Clinical Integration and Quality Management System Aligning Key Documents/Processes; Other Components of Clinical Integration; Specific Features of the ISO 9001 Standard Related to Clinical Integration. M3. Part 11: ISO 9000 as the Foundation for a Performance Improvement System Using ISO Standard and Performance Management; Using an ISO Quality Management System to Support Data Collection for the Physician Quality Reporting System (PQRS); The ISO Quality Management System and the Balanced Scorecard/Strategy Map; Patient Safety and Reporting; Risk Assessment; Significant Use. M3. Part 12: ISO 9001 in a Multi-Specific Clinic ISO 9001 Background and Requirements; ISO Implementation and Costs Cost Savings Attributed to ISO Implementation; Community Benefits of ISO Implementation. M3. Part 13: ISO 9001 in the Healthcare Organisations: Related Experiences ISO 9001 at the State Department; Accreditation Standards; Rehabilitation Facilities; Hospitals; Page 24 of 30

25 Current Environment; Advantages of Using ISO 9001:2008. M3. Part 14: Use ISO 9001 Concepts in the Community Setting Community Anticoagulation Therapy (CAT) Clinic and the Cedar Rapids Healthcare Alliance; A Lean Project for the Community; Health Information Exchanges; Patient Safety Organizations (PSOs); ISO 9001 for Accountable Care Organisations and Population Health Management; Quality System at the Community Level. Page 25 of 30

26 Synopsis of Diploma Postgraduate, Postgraduate Diploma and Postgraduate Degree Regulation Postgraduate Diploma and Diploma Postgraduate: Their Distinction and Assessment Requirement Delegates studying courses of 5-9 days duration, equivalent to Credit Hours (direct lecturer contact), will, on successful assessment, lead to the Diploma Postgraduate. This represents a single credit at Postgraduate Level. While 6-day and 7-day courses also lead to a Diploma Postgraduate, they accumulate 36 and 42 Credit Hours, respectively. Delegates and students who fail to gain the required level of pass, at Postgraduate Level will receive a Certificate of Attendance and Participation. The Certificate of Attendance and Participation will not count, for cumulative purpose, towards the Postgraduate Diploma. Courses carry varying credit values; some being double credit, triple credit, quad credit and 5-credit, etc. These, therefore, accumulate to a Postgraduate Diploma. As is explained, later, in this document, a Postgraduate Diploma is awarded to students and delegates who have achieved the minimum of 360 Credit Hours, within the required level of attainment. Credit Value and Credit Hours examples of Diploma Postgraduate Courses are as follows: Single-Credit Double-Credit Triple-Credit Quad-Credit Credit (X36 Credit-Hours) to 12- Credit (X30 Credit-Hours) 360 Page 26 of 30

27 Other Credit Values are calculated proportionately. Because of the intensive nature of our courses and programmes, assessment will largely be in-course, adopting differing formats. These assessment formats include, but not limited to, in-class tests, assignments, end of course examinations. Based on these assessments, successful candidates will receive the Diploma Postgraduate, or Postgraduate Diploma, as appropriate. In the case of Diploma Postgraduate, a minimum of 70% overall pass is expected. In order to receive the Award of Postgraduate Diploma, candidate must have accumulated at least the required minimum credit-hours, with a pass (of 70% and above) in at least 70% of the courses taken. Delegates and students who fail to achieve the requirement for Postgraduate Diploma, or Diploma - Postgraduate - will be given support for 2 re-submissions for each course. Those delegates who fail to achieve the assessment requirement for the Postgraduate Diploma or Diploma - Postgraduate - on 2 resubmissions, or those who elect not to receive them, will be awarded the Certificate of Attendance and Participation. Applicants for Diploma Postgraduate, Postgraduate Diploma and Postgraduate Degrees are required to submit the following documents: Completed Postgraduate Application Form, including a passport sized picture affixed to the form; A copy of Issue and Photo (bio data) page of the applicant s current valid passport or copy of his or her Photo-embedded National Identity Card; Copies of credentials mentioned in the application form. Page 27 of 30

28 On receipt of all the above documents we will make an assessment of the applicants suitability for the Programme for which they have applied; If they are accepted on their Programme of choice, they will be notified accordingly and sent Admission Letters and Invoices; One week after the receipt of an applicant s payment or official payment notification, the relevant Programme Tutor will contact him or her, by or telephone, welcoming him or her to HRODC Postgraduate Training Institute; Non-European Students will be sent immigration documentation, incorporating a Visa Support Letter. This letter will bear the applicant s photograph and passport details; Applicants will be notified of the dates, location and venue of enrolment and orientation; Non-UK students will be sent general information about student life in the UK and Accommodation details. There are three delivery formats for Postgraduate Diploma Courses, as follows: 1. Intensive Full-time Mode (3 months); 2. Full-time Mode (6 month); 3. Video-Enhanced On-Line Mode. Whichever study mode is selected, the aggregate of 360 Credit Hours must be achieved. Page 28 of 30

29 All short courses can accumulate to the required number of hours, for the Postgraduate Diploma, over a six-year period from the first registration and applies to both general and specialist groupings. In this regard, it is important to note that short courses vary in length, the minimum being 5 days (Diploma Postgraduate) equivalent to 30 Credit Hours, representing one credit. Twelve 5-day short courses, representing twelve credits or the equivalent of 360 Credit Hours are, therefore, required for the Award of Postgraduate Diploma. A six-day course (Diploma Postgraduate) is, therefore, equivalent to 36 hours Credit Hours, representing one credit. Therefore, ten short courses, of this duration, equates to the required 360 Credit Hours, qualifying for the Award of Postgraduate Diploma. While double-credit courses last between ten and fourteen days, triple-credit courses range from fifteen to nineteen days. Similarly, quad-credit courses are from sixteen to nineteen days. On this basis, the definitive calculation on the Award requirement is based on the number of hours studied (aggregate credit-value), rather than merely the number of credits achieved. This approach is particularly useful when a student or delegate studies a mixture of courses of different credit-values. For those delegates choosing the accumulative route, it is advisable that at least two credits be attempted per year. This will ensure that the required number of credit hours for the Postgraduate diploma is achieved within the six-year time frame. Page 29 of 30

30 On the successful completion of the Postgraduate Diploma, delegates may register for the Masters Degree, after their successful completion of Course #7: Research Project: Design, Conduct & Report. The Delegates Degree Registration Category will be dictated by the courses or modules studied at Postgraduate Diploma Level. The categories relate to Master of Business Administration (MBA); Master of Arts (MA) Master of Science (MSc); Executive Master of Business Administration (Executive MBA). Additional details are provided in the document entitled: regulation For HRODC Postgraduate Training Institute Diploma Postgraduate - Postgraduate Diploma and Masters Degree MA, MBA, MSc. Terms and Conditions HRODC Policy Terms and Conditions are Available for viewing at: Or Downloaded, at: res_seminar_schedule.htm The submission of our application form or otherwise registration by of the submission of a course booking form or booking request is an attestation of the candidate s subscription to our Policy Terms and Conditions, which are legally binding. Page 30 of 30